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Impact of Job Enlargement on Employees' Motivation and Job Satisfaction

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Impact of Job Enlargement on Employees' Motivation and Job Satisfaction The Islamic University- Gaza Dean of Postgraduates Studies Faculty of Commerce Business Administration Department Impact of Job Enlargement on Employees' Motivation and Job Satisfaction An Empirical Study on UNRWA Gaza Field Office أحر التىسيع الىظيفي علً الذافعيت والرضا الىظيفي لذي العاملين بمكتب غزة اﻻقليمي لىكالت الغىث الذوليت )اﻷونروا( by Ali Mahmoud Mahmoud Supervisor Dr. Sami Ali Abu El Rous. A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration 2014 سىرة المجادلت: ) ايه : 11( II DEDICATION I lovingly dedicate this thesis to: My parents, for their endless love, support, and encouragement throughout my life. My wife for supporting me and for being a great source of motivation and inspiration. I dedicate this thesis to all who helped me succeed and achieve my goals. Thank you III ACKNOWLEDGMENT Apart from the efforts of me, the success of any research depends largely on the encouragement and guidance of many others. I take this opportunity to express my gratitude to the people who have been helpful in the successful completion of this research. I would like to express my greatest appreciation to Dr. Sami Ali El-Rous.. I can't thank him enough for his tremendous support and help. I feel motivated and encouraged every time I attended his meetings. Without his encouragement and guidance this research would not have been materialized. Sincere gratitude is expressed to the discussion board members, Dr.Akram Samour and Dr.Jalal Shabat for accepting the discussion of my thesis. Each of them has provided great support and academic advice. A special thank-you is sent to UNRWA personnel management and employees for affording me the opportunity to collect data. I also thank the referees for their time and effort in the questionnaire's design. IV Table of Contents Title Page No Dedication III Acknowledgement IV Table of Contents V List of Tables VII List of Figures VIII Abstract IX Abstract in Arabic X Chapter 1 :The Research General Framework Introduction 2 The Research Problem Statement 3 The Research Hypotheses 3 The Research Variables 4 The Research Objectives 4 The Research Importance 4 Chapter 2: The Research Theoretical Framework Section 1: Job Enlargement 7 Introduction 8 Definition of Job Enlargement 8 Job Enlargement as a Technique of Job Design 9 Advantages of Job Enlargement 11 Disadvantages of Job Enlargement 11 Requirements of Job Enlargement 11 Constraints of Applying Job Enlargement 12 Section Two: Motivation 14 Introduction 15 Definition of Motivation 15 Importance of Motivation 15 The Motivation Process 16 Theories of Motivation 16 Motivation and Performance 22 Role of Managers in Motivating Employees 23 Section Three Job Satisfaction 24 Introduction 25 Definition of Job Satisfaction 25 Importance of Job Satisfaction 25 Factors Affecting Employees Job Satisfaction 26 Consequences of Job Satisfaction 29 Measurement of Job Satisfaction 31 Chapter 3: UNRWA and Local Staff Union Introduction 33 UNRWA Overview 33 UNRWA Programs 34 Local Staff Union (LSU) 37 Chapter 4: Previous Studies Introduction 40 V Local and Arabic Studies 40 Foreign Studies 48 General Commentary on Previous Studies 68 Chapter 5: Research Design and Methodology Section One :Methodology and Procedures 71 Section Two :Testing Research Tools 75 Chapter 6: Data Analysis and Hypotheses Testing Introduction 81 Analysis of Personal Characteristics 81 Data Analysis 82 Chapter 7: Conclusions and Recommendations Introduction 98 Conclusions 98 Recommendations 100 Proposed Future Studies 101 References Text Books 102 Journal Articles and Periodicals 103 Websites 104 Appendices Appendix I :List of Referees' Names 105 Appendix II: Request for Questionnaire Assessment 106 Appendix III: Questionnaire in English 107 Appendix IV :Questionnaire in Arabic 111 VI List of Tables Table Page No Table Title No 5.1 Kolmogorov-Smirnov test 73 5.2 Correlation coefficient of each paragraph of " Job Enlargement " and the 75 total of this field 5.3 Correlation coefficient of each paragraph of " Motivation " and the total of 76 this field 5.4 Correlation coefficient of each paragraph of " Job Satisfaction " and the 77 total of this field 5.5 Correlation coefficient of each field and the whole of questionnaire 78 5.6 Cronbach's Alpha for each field of the questionnaire 79 6.1 Gender Distribution 81 6.2 Age Distribution 81 6.3 Marital Status Distribution 81 6.4 Education Distribution 82 6.5 Grade Distribution 82 6.6 Means and Test values for “Job Enlargement” 83 6.7 Means and Test values for “Motivation” 85 6.8 Means and Test values for “Job Satisfaction” 87 6.9 Correlation coefficient between job enlargement and employees' 90 motivation in the UNRWA HQ Gaza field office 6.10 Correlation coefficient between job enlargement and employees' 91 job satisfaction in the UNRWA HQ Gaza field office 6.11 Independent Samples T-Test of the fields and their p-values for Gender 93 6.12 6.12 :ANOVA test of the fields and their p-values for Age 93 6.13 Independent Samples T-Test of the fields and their p-values for Marital 94 status 6.14 ANOVA test of the fields and their p-values for Education 94 6.15 ANOVA test of the fields and their p-values for Years of Experience 95 6.16 ANOVA test of the fields and their p-values for Grade 96 VII List of Figures Figure Figure Title Page No. 1.1 Research Variables 4 2.1 Motivation Process 16 2.2 Maslow's Hierarchy of Needs 17 2.3 Expectancy Theory 20 2.4 Reinforcement Theory 21 5.1 Methodology Flow Chart 72 VIII Abstract This research aims to studying the impact of job enlargement as a technique of job redesign on employees' motivation and job satisfaction in the UNRWA Gaza Field Office. The research surveyed the employees with various grades from 5 to 20. A total of 300 questionnaires were distributed, and 262 valid questionnaires were collected with response rate of 87.3%. Data analysis was done by using SPSS, version 20. The most important findings of the research are: 1- Job enlargement is generally being practiced in UNRWA Gaza Field Office and there is a significant relationship between job enlargement and the variables motivation and job satisfaction. 2-Results showed that job enlargement is not connected with monetary incentives and rarely is it followed by non-monetary incentives. In addition, job enlargement sometimes make employees feel work-loaded when repeatedly practiced. Moreover, employees claimed that job enlargement does not support the opportunities of promotion. 3-Results showed that job enlargement can improve the employees' abilities and skills and provide them with the chance to communicate and learn from others. They also moderately agreed that job enlargement increases flexibility and decreases the routine of work. 4-The research concluded that employees in UNRWA Gaza Field Office are considered motivated. However, they are not involved enough in the process of decision making, which negatively affects their level of motivation. 5-Results showed that employees in UNRWA Gaza Field Office are moderately satisfied with a percentage of 69.6%. They expressed their satisfaction towards the relationships with employees and managers/supervisors, working conditions, security and protection aids, and the sufficient tools and equipment needed to accomplish the required duties. However, they are not satisfied with the increase of salary comparatively with the increase in the cost of living, the policy of promotion to higher posts and the system of incentives and rewards. The most important recommendations are: 1-Managers in UNRWA Gaza Field Office should take into consideration that job enlargement is helpful under certain conditions. Job enlargement is effective when it implies variety of tasks, decreases the routine work, adds flexibility and followed up with a systematic feedback. 2-To be positively perceived by employees, job enlargement has to be connected with monetary and non-monetary incentives, otherwise, it will be viewed as work burden that decreases the level of motivation and satisfaction. 3-UNRWA administration and decision makers are recommended to involve employees more with the decision making process to make employees feel responsible and worthwhile. 4-It is recommended to review the system of rewards and incentives and improve employees' salaries to fairly meet the increase in the cost of living. IX ملخص البحج ٖٝذف ٕزا اىثحس اىٚ دساسح أشش اىر٘سٞغ اى٘ظٞفػ ٜيٚ اىذافٞؼح ٗ اىشضا اى٘ظٞفٜ ىذٙ اىؼاٍيِٞ فٜ ٍنرة غضج اﻻقيَٜٞ ت٘ماىح اىغ٘ز اىذٗىٞح ٗ اىزِٝ ذشاٗحد دسجاذٌٖ اى٘ظٞفٞح ٍا تِٞ 5 اىٚ 20, تيغ ٍجرَغ اىذساسح 570 ٍ٘ظف حٞس ذٌ ذ٘صٝغ 300 اسرثاّح ٗ اسرشداد 262 تؼَذه اسرجاتح87.3 %. ٗ ذٌ ذحيٞو اىثٞاّاخ تاسرخذاً تشّاٍج اىرحيٞو اﻻحصائSPSS ٜ اﻻصذاس 20. و أظهر البحج أهم النتائج التاليت: 1-ْٕاك ذ٘جٔ ػاً فٜ ٍنرة غضج اﻻقيَٜٞ ى٘ماىح اىغ٘ز اىذٗىٞح تََاسسح اىر٘سٞغ اى٘ظٞفٜ ٗ أّٔ ٝ٘جذ ػﻻقح تِٞ اىر٘سٞغ اى٘ظٞفٜ ٗ تِٞ اىذافٞؼح ٗ اىشضا اى٘ظٞفٜ ىيؼاٍيِٞ. 2-أظٖشخ اىْرائج أُ اىر٘سٞغ اى٘ظٞفٜ فٜ ٍنرة غضج اﻻقيَٜٞ ىﻷّٗشٗا ىٞس ٍشذثطا تاىح٘افض اىَادٝح, ٗ قيٞﻻ ٍا ٝشذثط تاىح٘افض غٞش اىَادٝح, ٗأُ اىَ٘ظفٝ ِٞشؼشٗا تؼةء اىؼَو ػْذٍا ٝرٌ ذنيٞفٌٖ تَٖاً اضافٞح تشنو ٍرنشس, تاﻹضافح اىٚ اُ اىر٘سٞغ اى٘ظٞفٜ ﻻ ٝساػذ فٜ ذطٝ٘ش فشص اىَْ٘ ٗ اىرشقٞح. ٝ-3شٙ اىَ٘ظفُ٘ تؤُ اىر٘سٞغ اى٘ظٞفٝ َٜنِ أُ ٝرٞح ىٌٖ اىفشصح ىرطٝ٘ش قذساذٌٖ ٗ ٍٖاساذٌٖ ٗ مزىل اىر٘اصو ٗ اىرؼيٌ ٍِ اﻻخشِٝ فٜ ٍحٞط اىؼَو, ٗ أحٞاّا ٝضٝذ دسجح اىَشّٗح ٗ ٝقيو ٍِ ٍسرٙ٘ اىشٗذِٞ فٜ اىؼَو. 4-أظٖشخ اىْرائج اُ اىَ٘ظفِٞ تَنرة غضج اﻻقيَٜٞ ى٘ماىح اىغ٘ز ىذٌٖٝ دسجح جٞذج ٍِ اىذافٞؼح تْسثح %75 , ٗ ىنٌْٖ ٝشُٗ اُ دسجح ٍشاسمرٌٖ فػ َٜيٞح اذخار اىقشاساخ ٍرذّٞح. 5-دسجح اىشضا ىَ٘ظفٜ ٍنرة غضج اﻻقيَٜٞ ى٘ماىح اىغ٘ز ٍر٘سطح حٞس تيغد %69.6, ٗ أظٖش اىَ٘ظفُ٘ سضإٌ ّح٘ اىؼﻻقح ٍغ اىَ٘ظفِٞ ٗ اىَذساء ٗ ظشٗف اىؼَو ٗ ٗسائو اىحَاٝح ٍِ اﻷخطاس اىَْٖٞح ٗ ذ٘فش اﻻٍناّاخ ٗ اىؼَذاخ ٗ اﻻجٖضج اىﻻصٍح ىيقٞاً تاىَٖاً اىَطي٘تح.
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